Begin With the End in Mind: Global Payroll Strategy with Special Guest Sylwia Korhonen

[00:00:09] I'm Pete Tilliocus and as always, I'm joined by the legendary Julie Fernandez. Welcome Julie. Thanks so much Pete. Yeah, good to have you. And we have company this week. I'm so excited. Sylvia Korhonen is here. World renowned Global Payroll expert, as I like to call her,

[00:00:27] I know she is a transformation pro and today she is the Global Payroll Transformation Leader at Forceneus Medical Care. So welcome Sylvia. It's so exciting to have you. Hi Pete. Rachel, it's pleasure to be here. Yes, thank you. Thank you.

[00:00:41] We are I know I follow your thought leadership online. I know you're in the thick of global payroll transformation. It's not your first rodeos we would say here in America. And so I'm excited to learn from you and share with what you're doing out there in the space.

[00:00:56] So, that excited to have you. Name here. Absolutely. First of all, tell us what you do. Tell us where you do it. We love to know about your year. What's the house of Ben? What do you got thought you got going on?

[00:01:08] Twenty-two and three has been very fulfilling. I've been focused on creating global governance, looking at strategic planning into the years to come. I've also been focused on growing the team and really preparing for a transition work that is going to fall across twenty-twenty-twenty-four.

[00:01:24] And also starting to look at compliance. So there's a lot of exciting launches next year and a lot of good standards to come. Yeah, absolutely. Absolutely. When you introduce to Leo right away, you mentioned not the first rodeo, right?

[00:01:39] And I think that even though we've had a little chance to get to know you, it would be great for our listeners to also know. What are the rodeos if do you have a new background? Yeah, you've been there don't know. Sure.

[00:01:52] So, fully my background is with, well, psychology. I always very passionate about social and organizational psychology and really group dynamics. So, falling into HR has been very natural to me. I started off in the field with supporting UK and Ireland as well as Poland.

[00:02:11] And then slowly seeing how complex stakeholder management is. I recognized payroll as if you were like a very exciting field. Because it's so critical, it is so highly skilled and such a complex discipline. And as you both know, once you fall into payroll, there's no going back.

[00:02:29] So that's been my, that's been my way to payroll. And yep, one of the first kind of takes in payroll was most of course operations. Yeah, supporting regular if you will work and then slowly diving into global projects,

[00:02:43] implementations, mortgage or acquisitions and starting to create a large scale impact and driving transformation efforts. And up to this date, I have worked on four, a 15-country transitions and implementations and just been enjoying creating impact for companies with a huge footprint.

[00:03:01] What keeps you here, Sylvia? What makes you stay around payroll? The greatest question. That's a great question. I've been found your way. Yeah. So I think the most fulfilling part is seeing efficiencies and sustainable change. So really changing the ways of work and creating values, the organization.

[00:03:19] It's nice to see, you know, enhanced front, is employee experience. Really nice to see lean processes. So I think seeing those fruits of labor is something that just, yeah, it's so incredible and special. Oh, yeah, lots of opportunities for efficiencies.

[00:03:35] We all, as we all very much know, but you know, one of the things I wanted to ask, I know you might have some more Julie too, but you know, someone asked me the other day and I'm just curious from your vantage point right?

[00:03:43] You're a global leader. You're out there on the top of the spear transforming an organization like, How would you describe what 20, 23 was like as an organization operating but also going through this change?

[00:03:55] So I think, because 2023, especially kind of when I look externally, you know, there's been so many kind of changes in the space.

[00:04:02] Of course, maybe just focusing on use AI act or UK's AI regulatory framework that comes around seeing already discussions around structure internal controls around risk assessments and kind of preparing for 2024. And the adoption through 2026, this is something that I've truly felt, you know, discussed within the organization.

[00:04:25] I see a lot of shift in 2023 from, let's say, a regular, if you will, payroll stands to focus on financial well-being. There's always been earned wage access as a large topic, but I feel like right now I'm starting to see a lot of vendor partnerships with benefit platforms.

[00:04:44] And this is again something that there's discussions around and how can we leverage that technology or those partnerships?

[00:04:52] When more peace that I really kind of spotted across the industry as well as the organization is kind of how payment rails are seen and whether this is something that is pitched further or whether it is something that is seen fully external.

[00:05:08] So I think there's been a lot of focus on bad, especially seeing suppliers dig into that space. Well, paid that second area of the payment space, probably resonates to you particularly.

[00:05:19] I know when when silly and when you're talking about the partnerships with the different benefits platforms, I think that's that's mirrors a lot of our experience right?

[00:05:27] And we often find that the global payroll type projects lead you to total reward type projects or vice versa, right in this environment where there's so much talent. So it's interesting that you're seeing that you've seen that is a practitioner and what you're doing.

[00:05:42] And I also think it was really interesting, you know, that you introduced your last year's role as dealing with global governance and I just wanted to ask that did governance come first because so many people start diving into transition

[00:05:56] and things and so I just wanted to understand if you were at if you were actually starting with governance and preparations or if it was coming here in the tail end of some big transformation. That's a really great question.

[00:06:08] So absolutely my take and kind of our strategic leadership here is to start off with governance to define, you know, roles and responsibilities to truly define that you token and state but also creating a framework of what are our controls,

[00:06:24] what are our standard processes and then finding you know local or regional deviations so creating governance understanding touch points manual interferences across also teams and kind of defining our stakeholders.

[00:06:39] I think it's a really good baseline to later define and kind of seek efficiencies so absolutely global governance and kind of defining the roles as well as potentially looking at work for planning as something that I typically start off with prior to really undertaking any transformation initiatives.

[00:07:00] As again, it's really supports then strategic planning. That's that's so cool. I mean we knew that we knew when we got introduced that we were going to geek out on payroll and payroll transformation and specifically on strategy, right?

[00:07:14] So I'm like, oh well why wouldn't you start there because you know, global payroll strategy is something you know you're known for and that we know you for so very cool.

[00:07:23] Well, it might not surprise folks like we always start with kind of like a framework of things we want to talk with and with Celia like we're like often running in many different directions without even thinking. Some of you.

[00:07:33] Yeah, one of the things like peat and eye being US based that can be an advantage in a disadvantage and that's oftentimes where that's the headquarters that drives strategy right so I just wanted to give you a chance and ask a little bit about.

[00:07:46] You know the global operations knowledge and experience I mean it's it feels like it's so much easier and more common when you're coming out of Amia right then coming from the US where we we talk a lot and we do a lot around the strategy but you know maybe

[00:08:02] a lot of folks that are leading the global payroll strategy have a really haven't really gotten that much that much global experience I'd do their belt or don't have a strategy.

[00:08:13] Yeah, we don't have a strategy and absolutely and just touching on your experience with work day rising right there's so many kind of opportunities and I feel like there's significantly maybe more conferences within the US to align and really seek that expertise and I do think you know strategic planning within the.

[00:08:31] Within the if you will had quarters of the US is maybe more defined however just maybe speaking about work day right just as a system itself it that is something right that is very established in Europe and it is visible across all organizations.

[00:08:46] However since it is well let's say if you will native workday payroll native to Canada, US UK friends right I feel like that is something that is not yet prevalent within Europe and there are so many different.

[00:09:01] So we're meeting software systems or service providers that that really dominates the market I feel like overall the landscape is in Europe is so fragmented.

[00:09:13] And there's so many products that are targeted for small mid maybe large markets and there's so many aggregators which I guess mirrors the landscape.

[00:09:23] And I feel like companies in Europe they often see global expansion there's so many acquisitions and I think that overall there seems to be this.

[00:09:34] Need of more than payroll to the payroll solutions within Europe so I see value being placed on you know employer record services on the scalability of the project.

[00:09:46] And overall maybe illegal consultancy so it seems that Europe is pretty unique because it is so fragmented and maybe there is just so much emphasis on Francis collective bargaining agreements that really steers away from being.

[00:10:04] Dominated by by true market leader that's that was my personal thought what do you think, Pete Julie.

[00:10:11] Well I'll jump in and just say when I'm working with any company but European companies in particular or working with IT folks as part of an evaluation strategically there's a tendency by some buyers in the market to look at workday and kind of count the number of countries that are native in the product and.

[00:10:33] And I think that's a lot of things that are not that as you know how robust use that as a reflection of how robust the product is or where or how you have to approach that.

[00:10:42] I'm sure site is just because workday it's where which you were just talking about they have a different whole different approach to connecting different countries right and. And so, if the approaches count how many countries get listed in our P, then work

[00:10:57] days going to have like four or however many. And it doesn't reflet and if that is a ding or if that is account against them, then you're really not understanding the way that they approach connections and how that's different

[00:11:12] from those that are trying to build a native model, models, so modules. So, it's a tricky space and it's why it's so exciting to talk to people like you still yet. Yeah, and there's more than one way of solving it now, right?

[00:11:24] You don't have to go about it necessarily any one specific way but you're absolutely right. The integration is especially for global payroll. It's absolutely vital for it to be top-notch, right? Leading edge of the innovation.

[00:11:35] That tends to be one of the areas where whenever you do look at solutions, when there's a degraded customer experience, it does tend to point to often their own lack of usage or engagement of the platform or the building needs to change, but more importantly, integrations typically

[00:11:49] are a key area where it's not meeting expectations. And I find that a lot, especially across payroll, where it can surface itself very obviously. But I think that all of the platforms that are out there now are really getting to be coming almost integrations as a service.

[00:12:08] And I think that they can plug and play pretty much everywhere, which is beautiful. That's the beauty of the API. Yeah. I mean, so Sylvia, I kind of feel like we started with global experience with payroll, which you have boatloads of, right?

[00:12:21] And we know we want to talk about global payroll strategy itself. So how did your journey go from your own hands on to global payroll strategy? It's a really good question and it's very hard for me to pinpoint the exact moment when

[00:12:37] I recognize that my role truly shifted to strategy. It feels like everything naturally fell into place after seeing overall how kind of procurement initiative started appearing or when I started communicating expected cost reductions or after communicating to stakeholders, the transformational efforts and seeing that enhanced

[00:13:01] employee experience and recognizing for instance the increased compliance controls. I think that that were the times, maybe, where my shift started focusing also on quality assurance and looking at metrics and comparing various countries on a global level.

[00:13:19] I think those were those trigger points for me and then this simply you just needed to leave. But I think I can say that the first time when I really felt that payroll strategic is creating a formal framework and a formal plan.

[00:13:34] I mean, I know we're going to have folks that are listening that are going to ask like what is strategy when it comes to global payroll? How do you even define that because it's not like you can say one provider equals a global

[00:13:46] payroll provider equals global payroll strategy. So what sorts of things would you say you would point people to look at or think about as being the strategic aspects of bringing global payroll to the firm? So I would say that a payroll strategy, it's always composed of three items.

[00:14:05] It's always systems processes and people frameworks and it should be always derived to the organizations' values and it should echo the objectives of our leaders. I think the appropriate kind of strategic planning should span across three to five years

[00:14:22] and it really should then define the governance plans and the transformation that is set ahead. Awesome. Music, dear. It's right Pete. What do you think? Yeah, I think I'm finding that that the people part of this is becoming harder and harder. Yeah. Right.

[00:14:37] I think that's why when you listen to the providers that I work with, you're seeing the management services escalate and a lot of that has to do with the fact that I think folks

[00:14:44] are looking at their strategies and going, hey, we don't think we're going to have the people or the expertise or can develop the people or the expertise which is very concerning. Right. We have to protect this profession.

[00:14:54] So I was talking to conversations today with ADP and they were talking about some of the ways in which they're starting to leverage some of their knowledge to transfer that to their practitioner clients and teach at the country level payroll. And I think that's really, really important.

[00:15:08] We're going to need more that out there to develop and curate these, you know, curate this talent. Yeah. So getting going from talent, you know, the talent and getting more folks engaged and more folks involved, right? Is it a big part of our own maybe personal mission, right?

[00:15:21] And this part. And all growing up, aspiring to grow up the payroll. It's a windy road that comes from somewhere in the lead to this, this weird place. But it also means that we see stakeholders from like more diff coming from more different

[00:15:35] areas than probably any other functional area in HR. So whether it's, you know, your IT folks are finance or shared services or local operations. I mean, the stakeholder roadmap for payroll, especially global payroll is probably the most complex of almost anything I've seen out there.

[00:15:53] What would, I mean, like how do you navigate that? So yeah, what do you see in that area? I always say that payroll does not exist in a vacuum. We should not be seen as a siloed function.

[00:16:04] The closest stakeholders that have always partnered with would be those who either supply of course data into payroll or who leverage payroll data for further internal needs and analytics. So those of you to me finance, HR as if named benefits, town acquisition.

[00:16:21] But I think there's three that I would consider maybe more strategic if you will. So partnering with information technology, information security and procurement are the functions where I think a maybe payroll is a little bit less visible to.

[00:16:39] And I think that's where we can derive investments from, and sure that we have appropriate compliance and truly get their buy-in for our sourcing strategies. So I think frequent checkpoints with those three is something that is always something that is on my mind and as priority.

[00:16:55] Yeah, maybe it even happens more naturally that way because IT seems to, IT and finance seem to hit kind of global before HR does. It's a little more complicated in HR. So they oftentimes they see more global stakeholders popping up and having roles coming

[00:17:15] from IT and finance before HR gets his act together. I don't know if that's fair or not, but I'm just saying. All right, well the other thing I was thinking of, you know, when we were thinking about

[00:17:27] having this conversation, Silia is just global payroll conversations often start or seem to focus on the provider of choice or the implementation. So, you know, it was one of the things that struck me most when Pete was introducing

[00:17:42] you is that, you know, you're starting with a framework which feels like the right way to go about things. But like almost the never the way that that happens. What sort of things, you know, create the wake-up call or, you know, what would you

[00:17:56] mention about, about your Netflix engagement, the right capacity there? So perhaps my experience is a little bit particular because I have worked in companies of 90,000 employees plus but the level of investment needed to reach that utopian state where we have implemented, you know, software or consolidated vendors.

[00:18:17] It just takes time and I think that wake-up call is identifying that risk of aggressive regional or global system rollout often. My opinion tends to, well, have a negative effect on losing processes or people along the

[00:18:35] way or creating, again, a change that is not going to be sustainable and won't be adopted within the organization. And I think that it just takes time to create a consolidated payroll landscape and creating

[00:18:50] of course governance, prior and after to support it and enhance it is, I think it's the bread and butter of payroll itself. Yeah. So how much is what you're doing is your role is actually change management and how involved do you get in leading a lot of that?

[00:19:08] That's a really great question. I can absolutely say that something that I like to leave us, payroll branding, internal payroll branding and kind of having that visibility across various functions is a large part of my job.

[00:19:22] I think gaining and educating our stakeholders of, you know, what is the impact, what are our areas of cross collaboration? It's very important and change management in terms of again, pitching new investments, pitching efficiencies and pitching that goal and state. It's a very big part of my job.

[00:19:42] Yeah. I think that's part. I think that's going to be a key skill for the leaders of the future in payroll. You know, when you look at what the role is going to become, I think change agent is going to be very, very important role. Absolutely.

[00:19:53] And I think it also comes down to pitching what is relevant to that person. So it's, you know, having a payroll lens, but really to translate it into, for instance, cost saving, time saving. Yeah. It's translating into employee experience, not all efficiencies that we have internal

[00:20:11] within payroll are relevant to all of the stakeholders. So I think it is reformulating and recognizing the additional benefits that we bring forward with systems and kind of communicating that change, but that is relevant to the person that we are speaking to. Yeah. It's great.

[00:20:29] I love the fact that you kind of started that whole conversation with it takes time because so often, you know, folks come to wanting to address something about their payroll globally and it becomes an exercise to wedge every country and, you know, to something new

[00:20:49] or different or a provider within, you know, usually at a 12 to 18-month period of time. And as you pointed out, rightly, that just doesn't leave a lot of time for getting the framework right? He didn't do it.

[00:21:03] It's not fully getting engagement and, you know, and bringing people along for the right is feels like it's missing so often. Yeah. Absolutely. So when you're doing your frameworks and you're planning and you're kind of setting

[00:21:17] the stage for this, Celia, we have folks that ask us all the time where does payroll sit in the organization or where should it sit? And, you know, for that top global payroll role, like, what did they really own, you know,

[00:21:32] are they just a process owner without any real direct budget or headcount, responsibly to the communities and everyone does it differently, right? But what have you experienced there? What do you think and does it, does it even matter?

[00:21:45] In my personal opinion because of the volume and the complexity of external partnerships that payroll holds overall the technology investments and how critical the function is to the business, I think we should always hold our own budget so that we have that accountability

[00:22:02] and we have that operational oversight and we're able to check those efficiencies, benchmark ourselves and really have a appropriate decision making. However, when it comes to that question, I should have fallen there HR finance.

[00:22:16] To me, there's less important in it because I think it's more of a question of what is the influence that payroll holds and the governance model of working with those stakeholders directly? And of course, I can say that seeing across different organizations, whether payroll falls

[00:22:35] under finance or HR, there's going to be different targets communicated and there's going to be different ideas and implementation forces needs or focus areas for transformations. But what I do see across all businesses is that the organizational structure of payroll itself often mirrors the business landscape.

[00:22:59] So let's say if you would have a company that has regional or maybe a legal entity split and they have various supporting structures that operate on that level, payroll would also be set up to support the business and that need. And I think personally that is very efficient.

[00:23:19] So I think when we kind of look at payroll when we look at HR sitting under HR finance, I think I try to look at a larger structure and to see it as a people function or a finance

[00:23:31] function as a whole and how that is set up versus the business. That's a great way to look at it. Often times when I'm working with companies that are looking for a provider or providers

[00:23:42] in the to manage this with, it's so hard to explain to them how important it is. Whether you take a large country, small country approach or regional approach, or regional approach, if your ownership and your organization is heavily driven by regional leaders, then that's the solution. Right?

[00:24:06] It needs to more strongly mirror that organization because that's how you're going to govern and it's tricky and it's different for every organization. So thank you for saying that. Pete anything along those lines. Otherwise I wanted to move to start asking some questions about the future of payroll

[00:24:23] and where it's headed. No, no, I think that the payroll, the HR finance thing is going to forever be right. It's going to be, I always call it payrolls chicken or the egg. And on drum, which one first?

[00:24:34] But really, yeah, I mean, I think you're right, it's 100% about what's best for that organization and how it's structured. And I also think about how it's also in the maturity and the way in which they structure their delivery model sometimes can influence part of that as well.

[00:24:47] So yeah, there's no one size fits all. This is my short answer. Absolutely. That's what makes it so tricky, right? And why folks have such a hard time getting to anything that feels like they, you know, okay, we did something great.

[00:25:01] So, so you mentioned even when you were introducing yourself some of the, you know, cool, kind of newer trends and advancements and things that you're involved in and interested in. And I can't wait to hear a little bit more about, you know, where you think payroll

[00:25:16] is heading, what's on your radar and what are you hoping to really get, you know, get to dive into here in your next year? Yeah. So I think one piece is, of course, it's at the top of my mind at all times now.

[00:25:30] It's of course, the AI Act, yeah. And what is that impact going to be? I'm very mindful of kind of contractual clauses. I think the barriers and a four market entry for new providers may be higher.

[00:25:43] I think with the new legislation, you know, with payroll probably being placed right into high risk category, I think we're going to see maybe less technology, advancements or quick technology advancements. I see there's going to be strict or controls.

[00:25:59] And I want to see how the organizations are kind of separated on a company level versus a flopped into, you know, ongoing data intake stream from vendors. So I'm very mindful of that and kind of mindful in terms of contracting for anything that

[00:26:17] is, you know, kind of AI driven. So that is something that is on my mind. Oh, you know, I bet I'm sure you have more, but I wanted to pause there for just a second

[00:26:24] because honestly, I don't know that this was as high on my radar as it is now that we're talking about it and, you know, we've been talking a lot about just AI overall in the governance regulation prep for that.

[00:26:37] But I hadn't really spent much time thinking about it from the UK AI regulatory Act that's happened. I don't know if that fits more tightly or if it triggers things with, with works councils and with other areas of compliance in the UK and in the European Union.

[00:26:54] Anything there to know about? Yeah, the EU Parliament just puts something out. Recently, I tweeted about the other day, Sylvia, where they've kind of, it's kind of like GDPR. It's like a percentage of, you know, depending upon the type of failure, whether it was

[00:27:06] a data failure or malicious failure or something, I think the way they use the term they use, there's percentages of total revenues can be find. Do you know that? You know the one I'm talking about? Absolutely. Yes.

[00:27:17] And I think right at we're going to be, again, looking at rollouts and kind of country adoptions across the, or more country or technology adoptions across the years to come. So it's going to be very interesting to see kind of what has approved. Yeah.

[00:27:30] I just hope it doesn't suppress innovation as all right. I know we definitely need to go slow. We need to protect people, we need to protect data. But I just hope we don't suppress the innovation and the progress and acceleration of

[00:27:41] what we, you know, what can be really, really impactful stuff. Yeah. Yeah. All right. I cut you off before you hit a chance to list some other things. So let's like, up into the next one. Heads.

[00:27:51] I think this one is one that always comes from my end and it makes me, I think, have prior comments and discussions with you. I'm always intrigued and seeing the concept of real-time payroll. I feel like that is our holy grail.

[00:28:05] I think it has a change of mindset. I want to see live data. I want to. Yeah. What are your thoughts on that? I think it's great for the practitioner. I think it's great for the speed of money to employees.

[00:28:16] There's no reason why pay cycles really ought to be a month long. There's no reason why we should be, you know, processing payroll all night and through the, you know, through the evening in order to get it out the door.

[00:28:26] The continuous calculation, the, you know, the always on always sort of processing nature and automated nature straight through processing nature is fundamentally going to just create more frictionless processing. I really love it. I think it's, it's a blessing for the payroll practitioner to not be processing payroll all

[00:28:43] the time. It's just happening and you're addressing the anomalies and working on these, these value out of things that you're doing right, strategizing for your business and making, you know, taking them forward and progress. So I love it. I think it's, I think it's good stuff.

[00:28:55] Now the media would have you believe it's going to end the payroll for fashion and careers. And we all know that's insane, right? There's so much that goes on in payroll. It needs payroll is needed for above and beyond just clicking a button or processing payroll.

[00:29:07] So yeah, I love it. Absolutely. Yeah. I think it actually makes it even more, it elevates the payroll profession because when you skip to the point where you're working with it's always on data, then you don't have,

[00:29:21] you know, things like freeze periods anymore where the world stands still and you can go ahead and press a button safely, right? You, you have to actually really be interacting with the data and with the, the processes and the adjustments and everything that's happening.

[00:29:35] And in my mind, it just kind of, it kind of elevates everything that you have to do as a payroll practitioner. Everything's happening in the flow of work now, right? It's being presented in the flow of work. Why not pay?

[00:29:45] It should be the same thing where I should be a unique experience that helps you, you know, as an employee, reach their goals and reach their potential and, and handle their health wealth and retirement hopefully. So I love it.

[00:29:58] Money 2020 really, really, really reinforced for me the impact that FinTech's going to have on both payroll, but also just the experience for the employee and for people getting access to money.

[00:30:08] It's not equal as we know and I think it's going to make things a lot more level of playing field for a lot of folks. Yeah. What else there's silly? I know, you just said, you know, access to money and I think you've made some mention

[00:30:19] to pay rent rails and other things. Get other things in your bag of goodies that are exciting to you going forward. So I think there are maybe two more things or so that kind of I try to keep tabs on

[00:30:33] and see what kind of industry development there is. Absolutely one thing is anything that touches upon analytics. So one piece that I kind of try to see is what kind of efficiency can we drive internally with an hour team, reconciliation tools overall.

[00:30:49] I've seen some large launches in 2023, especially in the mid-year of new technology. I want to see more, I want to see predictive analytics. Poppin, I hope we're together also with, you know, the E. Pay transparency directives.

[00:31:05] I hope this is going to be again, a catalyst maybe for developing those reporting capabilities. I'd like to see that data to be maybe more alive and kind of not only used for strategic purposes, but also maybe to supplement operational validations. So absolutely looking at reporting and analytics.

[00:31:24] Yeah, that's huge. That's the power, right? I mean, goes about saying the data payroll has is the key and I'm excited to see that data gets paired and synergized with other organizational operational data, business data. I think there's so much they can do to together. So exciting stuff.

[00:31:40] And that's what you're seeing all the products go towards right now. The generative is here. I think we're going to see that predictive capability come a lot faster. So Sue, yeah, I just have another question here.

[00:31:48] Like with all this cool stuff going on, I'm wondering what you think about the global payroll model. I mean, is it something that's really catching on or is it just folks in the industry or providers in the industry?

[00:31:59] They just keep talking about it waiting to see if it actually pans out and happens. Where do you feel? Where do you feel this is all headed? I think it should be catching on because there are a lot of tangible gains.

[00:32:14] And if not maybe global payroll model, at least a consolidated payroll model from an organizational standpoint, again maybe looking at regional or cluster people process system perspective. So I think the biggest benefit from a global or regional model is having a standardized employee experience.

[00:32:39] Of course we spoke about this earlier but enablement of reporting analytics. I think there's a little bit even more to that. I think we can have higher price efficiencies simply because we have larger scale.

[00:32:53] And I think we protect ourselves than as a company, typically in contracts as we have higher limits of liability. And all in all, I would say that kind of global or regional models also help as we

[00:33:06] spoken around streamlined processes and really creating those plans for people and having a wider career path across our team. So it's really limiting any people dependencies that we may have.

[00:33:19] So I think there's a lot to it and I think it should be catching on if it's not catching on. Yeah, that's very well said Sylvia. I would just add to that to say that you know it's doable right? Global payroll transformation is possible.

[00:33:33] Julie you're out there living at every day. I'm seeing the cases myself interviewing folks and listening to their stories and the good news is I think the solutions are more powerful, they're more flexible and they're more capable than ever before to handle this.

[00:33:47] So yeah, go get out there and get going, get on your path and start with a strategy and listen to Sylvia and do it. You can do it. It's possible. It's possible. A great. It is very possible. Awesome. Well I think that might be a wrap for today.

[00:34:01] I mean, we could talk a little parallel day long. It's something I love to geek out over and you've certainly satisfied you know that it for me, Sylvia. I love learning from you and seeing what you're seeing from your perspective so thank

[00:34:15] you for spending the time with us. It's great. Thanks so much for the great conversation. It's been awesome to speak. Yeah, thanks so much. Appreciate you coming on Sylvia and we will be back very soon. Thanks so much. Take care everyone. Bye.